Case studies

After completion of the case study, students will have the ability to identify and apply various distribution strategies in the low-income market segment, to identify how last mile distribution is organized and executed in unconventional market situation and to identify and apply the 4Ps to support low-income market in last mile situations.

Mariam Atinga, the founder and owner of Mariam Special, was a native of Garu in the Upper East region. Mariam Special had specialized in the processing of freshly grown sorghum in the community into sorghum drink alongside some other natural spice additives. The drink was popularly called and known in the Garu community as “Zomkom”. Although there were other women who also processed and sold the drink in the community, the competitive advantage with Mariam Special was on the hygiene and innovative way it was prepared. She was also outward looking and had already made some attempt at expanding her business and passion beyond the community/district and into the villages. This was where her passion and interest caught the attention of a non-governmental organization (NGO) with interest in supporting low incomes in last mile situations. Atinga’s main interest and that of the NGO was hence to develop a route-to-market and associated strategic marketing approaches to reach this type of market or audience in Garu environs in the Upper East region of Ghana.

This case study is suitable for undergraduate students.

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CSS8: Marketing.

After completion of the case study, the students will be able to understand lead and lag indicators, understand job performance and its linkage with job satisfaction, calculate the cost of turnover and design solutions to the problem of attrition and low satisfaction.

Pace Control Gears was a small-scale enterprise based out of Sonipat, India. It was an entrepreneurial venture by Rajesh Kumar, who had set Pace in 2010 to manufacture low-voltage electrical apparatus. Recently, Pace had begun to experience issues with quality control that were largely the result of human error. The company was facing a drop in satisfaction levels and higher attrition levels among the employees. Kumar had to find a solution quickly to address the problem, as it had direct implications for the company’s margins and the assurance of quality that it was associated with in the market.

This case study is suited to undergraduate and postgraduate courses in human resource management and general management.

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CSS 6: Human Resources Management.

After completion of the case study, students will be able to learn to conduct the 5Cs (Customers, Collaborators, Capabilities, Competitors, Conditions) and Porter’s five forces analysis for understanding the situation of any company; to understand various demand forecasting techniques with the case example of Kaspians Café; to analyse different factors that influence the demand with the case example of Kaspians Café; and to learn how to choose the best time-series forecasting method based on the available dataset.

This case study focuses on operations strategy, specifically analysing the issues encountered by the Kaspians Café, a food joint establishment located within the Kaspians Institute of Management. Kaspians Café, due to its large student clientele, encountered operational inefficiencies such as inadequate inventory management, stockouts and wastage. These issues resulted in financial losses and customer dissatisfaction. This case study focuses on forecasting the demand for different food items at different times to get a better understanding of the stock to be maintained at Kaspians Café. Furthermore, Shyam Manral, the owner of Kaspians Café, was confronted with the difficulties arising from the surging popularity of neighbouring Dhabas and the escalating impact of food delivery platforms such as Zomato and Swiggy. The formerly prosperous Kaspians Café establishment, known for its uniform offers, was now encountering strong competition from the quaint ambience and varied menus of the Dhabas situated in close proximity to the campus entrance. These conventional establishments not only accommodated the changing preferences of students but also functioned as convenient centres for social meetings. The emergence of Zomato and Swiggy had revolutionised the eating patterns of students by providing a wide range of choices that were conveniently delivered to their residences, thereby diminishing the attractiveness of Kaspians Café. Manral was struggling to revive his business in light of these shifting circumstances. He pondered how to keep consumers loyal in the middle of changing cuisine preferences and the convenience provided by contemporary food delivery services.

This case study can be used in the operations management course at the MBA/postgraduate level.

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CSS 9: Operations and logistics.

After reading and discussing the case, the students will be able to: apply paid, owned and earned digital marketing tools to Zilli’s, analyze the omnichannel and e-commerce strategy of Zilli’s, evaluate digital marketing strategy of Zilli’s and elaborate resources available to Zilli’s in the context of emerging markets.

Anubhav Bhatnagar founded Zilli’s – The Spice Company to bring grandma’s recipes to modern kitchens. This case study chronicles the growth and challenges faced by the company. Zilli’s philosophy relied on hand-pounding spices, which retained their aromatic signature, flavor intensity, nutritional value and cultural importance better than their commercially processed counterparts. Bhatnagar started his business during the lockdown. The founder aimed to produce spices that were free of preservatives and had long-lasting aromas. His kitchen trials demonstrated that hand-pounded spice powders simplified cooking and improved flavor. Direct manufacturer ties and a Hyderabad production plant managed by local rural women enabled the firm to expand to India and a few neighboring markets. Zilli’s growth was slow due to heavy competition from well-known brands. E-commerce was Zilli’s only viable option. The prospect sounded great, but the company needed to strategize differently to build an effective digital marketing strategy. Marketing and sales of Zilli’s products presented various constraints as it was difficult to convince consumers of Zilli’s products’ authenticity, quality and pricing. Many retail outlets and e-commerce platforms already sold numerous competitor’s products. The company’s aspiration to establish a global footprint could be hampered by low consumer acceptance of Zilli’s goods due to its limited reach. Thus, Bhatnagar sought digital marketing tactics to promote Zilli’s products and create brand awareness and recall for his spice powders in the competitive spice powder category. This case requires the reader to debate, analyze and propose digital marketing strategies to boost Zilli’s product visibility, acceptability and sales. The readers could identify gaps in Zilli’s existing digital marketing strategy and offer suggestions to Zilli’s for increasing spice powder sales in the online marketplace.

This case study applies to a postgraduate-level management course.

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CSS 8: Marketing.

The learning outcomes are as follows: to analyse the issue(s) presented within specific case study context (C4); to formulate solutions to identified issue(s) within specific case study context (C5); and to synthesise a group plan to solve issue(s) within specific case study context (A4).

In 2017, China proclaimed that it would no longer accept plastic waste for recycling, this was in-line with China’s Operation “National Sword” to review the quality of these plastic imports to ensure their recyclability. This sent shock waves through a now globalised recycling network, with China previously having imported 95% of the EUs and 70% of US plastics that had been collected for recycling. This plastic backlog was then diverted to South-East Asian nations, particularly Malaysia, which this case focuses the discussion upon. While the potential for significant economic benefits drew the attention of illegitimate and unscrupulous businessmen alike, the environmental degradation from the often, low technological recycling processes and even burning of low-grade plastics brought profound negative impacts. This case focuses upon, then Minister, Yeo Bee Yin who led the Ministry of Energy, Science, Technology, Environment and Climate Change, in which she took an active and aggressive stance in attempt to stop Malaysia becoming the dumping ground for the global plastic crisis.

This case is appropriate for final year undergraduate and any postgraduate degrees in Business.

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CSS 4: Environmental Management.

This case is written to help students understand the concept of segmentation, targeting and positioning in the context of the biscuit industry. The primary learning objectives can be identified as follows: understand the different categorisation in the biscuit market; analyse the basis of consumer segmentation in the biscuit market; analyse the marketing mix strategy of a firm; and highlight the importance of positioning.

Rao, the Director (Marketing) of Mayora India Private Limited, was in dilemma as to how to position Coffee Joy biscuits in the Indian market. The Indian market was intensely competitive with major players like Britannia, Parle and ITC capturing a major share of the market. Should he consider the only the south Indian market based on geography?” Or “Should he target the modern aspirational youth of the country who frequent “Starbucks”?

This case is appropriate for the use in postgraduate course on Marketing particularly on “Segmenting-Targeting-Positioning” (STP) module. The science of STP lies in the collection and analysis of market knowledge and research to understand consumer’s mind, whereas its art lies in generating various implementable alternatives so that the brand can find a place in the hearts and minds of consumers.

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After completion of the case study, students will be able to recall the fundamental concepts of group arrival and the check-in process within the hotel industry; explain the various operational procedures used to enhance a smooth group check-in in hotels; use the steps defined in group check-in procedure to improve service efficiency in hotel operations; and examine and evaluate the optimal solution for a smooth group check-in for hotels.

“The Big Fat Indian Wedding” delves into the challenges faced by Hotel Plaza Blu, a business hotel in Pune, Maharashtra, in 2023. A big wedding group was arriving at the hotel, which comprised almost 350 adults and 120 children. Mr Parag Patil, the front office manager, had done all the preparations for group arrival but just one hour before the arrival Mr Suresh Menon, the group coordinator, came and informed that 150 additional guests would be arriving, as the other hotel, where arrangements for these guests were made, had a major electricity generator breakdown and the hotel was in complete blackout. Patil had the challenge of formulating an action plan to achieve a smooth group check-in with the last-minute changes.

Executive development programmes and graduate-level courses in non-profit hospitality and tourism management might benefit from this case study. The operational management courses in the BBA, UG management programmes might all benefit from using this case study.

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CSS 9: Operations and Logistics.

The learning objectives of this case study based on Bloom’s Taxonomy (Bloom et al., 1956) will be to analyze the procurement process and identify the parameters for the procurement of services; evaluate the potential risks and challenges associated with relying on a single vendor for critical services; apply the four-stage model of crisis management to the breach of contract by Fresh Bites Catering; examine how adopting sustainable procurement practices, such as diversifying suppliers and establishing contingency plans, can mitigate these risks and ensure business continuity; and analyze the dynamics, roles and potential conflicts between the principal (Multan University) and agent (Fresh Bites Catering) using the principal–agent theory (PAT).

This case study explores the challenges and implications of sustainable procurement within the context of Multan University’s cafeteria services. It delves into the sudden contract breach by Fresh Bites Catering, a long-time partner responsible for providing central cafeteria services, and examines the resulting operational crisis faced by the university. This case study highlights key procurement processes, including vendor selection, contract management and adherence to sustainability principles, as well as the risks associated with single-vendor dependency. By applying frameworks such as the PAT, the four-stage model of crisis management and sustainable procurement practices, this case study encourages students to critically assess the failures in contract enforcement, risk mitigation and service continuity. Additionally, it stimulates discussion on the benefits of robust risk management strategies, multi-vendor approaches and clear contract terms to prevent future disruptions in essential services. This case study serves as a valuable tool for understanding how procurement strategies influence organizational performance and long-term sustainability in higher education institutions.

This is a decision-making case and can be taught in Master of Business Administration courses in purchase and supply management and operations management. This case study is mainly written to make students understand and analyze the potential risks of a single vendor, the benefits of diversifying suppliers and sustainable procurement.

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CSS 9: Operations and logistics.

After completion of the case study, students will be able to understand the service offerings within the nascent electric vehicle (EV) sector and end-consumer needs of EV charging services, understand the reasoning behind Sunfuel Electrics (SFEs) prioritisation of destination charging for their first go-to-market (GTM) strategy and appreciate SFE’s use of community marketing and alliance partners to execute its various strategies. Connect game-theory with the proposed strategies.

SFE was an early start-up in EV charging space. The co-founders believed that any success would hinge on their ability to play a differentiated game and carve a distinct yet profitable niche in the EV charging arena. SFE deliberately focussed on “destination charging” and identified a segment that they were confident of making a difference: the discerning high-end consumer. Soon, SFE’s success caught the eye of its deep-pocketed competitors who also entered the same space. As a single service company, the co-founders set in motion a back-up plan and identified three new strategic thrust areas to maintain SFE’s competitive edge. The first involved entering the city charging segment, and the second was a pioneering concept branded “E-Trails” targeted at a community of EV owners who were motor enthusiasts. Thirdly, SFE conceptualised an EV-Roadhouse concept, promising a full-bouquet of select premium services at a pit-stops along the highway. The co-founders needed to test which and to what extent would these initiatives would translate into real gains and if returns were commensurate with investments and SFE’s ability to deliver a scalable consistent experience. Specifically, if these proposed asset-light avenues added the required heft to their GTM strategy.

This case study is suitable for post-graduate students in marketing, strategy, entrepreneurship and sustainability courses.

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CSS 8: Marketing.

Upon completion of the case study, students will be able to assess the business environment a firm faces and develop strategies to match its strengths and weaknesses vis-à-vis opportunities and threats; formulate growth/expansion strategies for a firm; and evaluate resources of the firm to develop a competitive advantage.

The case describes the journey of Praajasv Foundation, an institute that provides coaching for students pursuing civil service exams in Gujarat. Established in 2019 in a rented space in Ahmedabad, Praajasv made a name for itself in the competitive market of civil service exam coaching by 2022, thanks to its expert tutors and focus on quality education. However, with the changing dynamics of the industry, Malhar Bhatt, the COO of Praajasv, must navigate the institute to strengthen its position. The increasing number of aspirants for the Class-III cadre exams and the presence of strong national competitors pose significant challenges for Malhar in terms of strategic planning. The rise of online education as an alternative to classroom teaching has also altered the competitive landscape of the industry. How do these trends impact Malhar’s plans for Praajasv? How should Malhar plan to expand the Praajasv Foundation in the coming years?

This case can be useful for students majoring in strategic management and marketing management at the master’s level

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CSS 8: Marketing.